Executive SummaryThe Best Western organisation is faced with a highly competitive market, on a basic level, greater publicity and awareness of the Best Western brand is the key driving force behind the Managing Director’s decision to go undercover. Best Western has been recently revamped in an attempt to portray itself as a warm and welcoming contemporary chain. A new advertising campaign has been rolled-out at great cost to the company but has made little impact on the problems they face. Best Western has directed its attention to the hotels that form the Best Western group. Efforts are being made to also transform the hotels themselves and align the goals of the work force with Best Western ideology. To see a significant change in the public perception of the Best Western brand attention must be paid to the customer service provided by the individual hotels as opposed to addressing the brand as a whole. Particular attention is paid to the relationship between Best Western and the staff that work on its behalf, more specifically the organisational culture and how the workforce perceives the Best Western organisation. Consideration is also given to the influencing factors behind the behaviours of the staff and the motivational influences within the role. The standard of leadership within Best Western and management of the hotels within the group is analysed and the effects of poor leadership observed.

Introduction This report will analyse various scenarios that occurred within the Best Western organisation, relating to its people. The very nature of the chain causes complexities in the way the company integrates with the other businesses that form the group. The behaviour of both the employee and manager will be reviewed and some of the influencing factors discussed.

PerceptionIt is apparent from the first hotel observed in the documentary that the Best Western brand and the workforce fronting the organisation do not share common goals. Best Western’s main dilemma is an outdated public perception which is no match for their current competitors. Best Western and the hotels they enlist are somewhat disjointed - which is a cause for concern with regards to continuity of service across the UK. Implementing changes from the top has very little impact on the service provided by the frontline. The workforce has little recognition of Best Western and don’t perceive their place of work as part of a larger organisation. Consequently, Best Western has limited control over the service its customers receive; the success of the chain relies heavily on the transformation of public perception. To address the issue at large they must first align the goals of employees with that of the organisation to instil consistency throughout the company. These changes can only be achieved by tackling the shared beliefs of the employees within the company, otherwise known as the ‘organisational culture’. The perception they hold directly correlates to the behaviours they display. It was apparent that the first hotel observed in the documentary perceived Best Western as something of an inconvenience; instead of taking time and effort aligning their premises with Best Western policies and cascading these down to their employees they instructed employees to utilise various methods to fool Best Western inspectors’, therefore resisting change. One particular employee, Michael, was responsible for the Maintenance within said hotel, his views mirrored...

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...﻿Introduction
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Job satisfaction and motivation
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......................................................3
1.1. Different organisational structure and culture..............................................................3
1.2. Relationship between organisational structure and culture..........................................4
1.3. Factors influencing individual behaviour at work........................................................5
2.1. Organisation theory and management practice.............................................................6
2.2. Different approaches to management used by Peacocks and Primark..........................6
3.1. Leadership styles and their effectiveness......................................................................7
3.2. Application of different motivational theories in workplace........................................8
3.3. Relationship between motivation theory and the practice of management..................10
4.1. Nature of groups and group behaviour.........................................................................11
4.2. Factors lead to effective teamwork and threaten the success......................................12
4.3. The impact of technology on team functioning............................................................13
References...........................................................................................................................14
Introduction:
Organisation...

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2.2 Body
Air Asia Organisational Structure
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Classical Approach
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